new manager assimilation

New Manager Assimilation

July 2008

India HR IINew Manager Assimilation

• Intent To accelerate the process of assimilating a manager with a new team.

• Philosophy Teams don't choose their managers, and often managers don't choose their teams. When a new manager is appointed for a team, there are often months of posturing and circling behavior as manager and team members observe and test each other, gradually learning how to work together. The New Manager Assimilation Process enables everyone to bypass this behavior by sharing information up front that creates a comfortable, aligned and productive team structure immediately.

India HR IIObjectives

• To give the team a clear understanding of the new manager's expectations, leadership style, and non-negotiable values

• To create an environment where the manager and team members can explore concerns, preconceptions, and potential issues openly and productively.

• To identify organizational issues that need addressing and to make initial plans for addressing those issues

• To establish a communication process with a solid, long-lasting structure.

Who could this apply to?• New hires• First-time managers• Transferred-in managers (same role)• Managers in new roles • Team composition changes

India HR IIOverview/ Process• CONFIDENTIAL INTERVIEWS with each team member and the new manager

to identify common themes, concerns, and issues to be addressed. These questions focus on both the team leader and the team in general. Then, in a private preparation meeting with the new manager, present those themes and align on a process for the group meeting.

• TEAM MEETING to provide a basic framework for effective communication about the issues involved, present key themes, and facilitate the exploration and resolution of those themes. Facilitator ensures that plans are made during the meeting to resolve any issues that arise but are outside the scope of the New Manager Assimilation Process.

• DEBRIEF WITH THE NEW MANAGER and provide coaching on how best to continue developing as a leader with this team.

• Depending on the needs of the team and desired outcomes of the new manager, the team meeting is anywhere from one half-day to two days long.

India HR IIStructure for the discussion

1. What do we know about the new manager?

2. What are some things that we do not know about the new manager, but would like to?

3. What are our concerns about this person being our manager?

4. What do we want from the new manager?

5. What does the new manager need to know about us as a group?

6. What should our priorities be at present?

7. Given these priorities, what are the major obstacles?

8. What recommendations does the team suggest to overcome the obstacles mentioned above?

India HR IIInputs for the new manager

• Manager of the new manager and the HR Advisor prepare the person with the following:– Role definition and expectations (goals and behaviours)

– Objectives and performance metrics over the year/ rest of year

– 90-day plan on assuming the role with 45-day review

• Managing Transition – for the new manager – Objectives:

• Discover the critical difference between change and transition, and understand the different methods for managing them.

• Create effective strategies to help your people through The Endings, The Neutral Zone, and The Beginnings of transition.

• Create an action plan for an actual change in your organization.

India HR IIManaging Transition – for the new manager• Overview:

• 1. Introduction and Overview – a. Why this course is important: define the problem and the solution – b. Key terms: change, transition, and resonance – c. Key concept: the difference between change and transition – d. The 3 phases of transition: endings, neutral zone, beginnings – e. Change management and transition management plans: what are they and how do they relate?

• 2.Managing Endings – a. Identify what’s ending and the potential losses – b. How to help people deal with endings and losses (7 strategies)

• 3. Leading People Through The Neutral Zone (TNZ) – a. Working definition – b. Communication: The 2 C’s and the 4 P’s – c. Temporary solutions – d. Enhancing creativity and learning

• 4.Managing Beginnings – a. A natural result of successfully managing Endings and TNZ – b. How to ensure a successful beginning (5 strategies)

• 5.Taking action (action plan)

India HR IIImpact of the intervention – metrics

• Survey – pre and post intervention on a scale of 1-5 (Strongly disagree – Strongly Agree)

1. I know my new manager both as a professional and a person.

2. I feel like I can openly communicate with my new manager.

3. All my questions about working with my new manager have been answered.

4. I know what my new manager expects of me.

5. My new manager understands the priorities that the team has been working on.

6. My new manager understands the internal and external obstacles to these priorities.

7. My new manager has listened to and understands the team’s recommendations to overcoming these obstacles.

India HR IISome instruments that can be used

• Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B)®

• Belbin Team roles (http://www.belbin.com/rte.asp?id=11)

• MBTI profiling (Step 1 and Step 2)

• Thomas Profiling

• Team Management Profile

• Thomas Kilmann Conflict Mode Instrument

• Emotional Competency Inventory (ECI)

India HR IIFundamental Interpersonal Relations Orientation-Behavior (FIRO-B)®• Overview

FIRO-B® assesses how someone's personal wants and needs impact their behavior towards other people that falls into three categories: – Inclusion – Control – Affection

FIRO-B® can provide insight into the employee's compatibility with other people, as well as their individual characteristics.

• Purpose– Supplements management development – Builds high performing teams – Identifies specific areas for employee development – Strengthens career coaching

• Time to Complete20-25 minutes

• Audience– Teams – Individual Contributors – Managers – Executives

India HR IIBelbin Team Roles• Overview

– The Belbin Team Role Inventory assesses how an individual behaves in a team environment. It is therefore a behavioural tool, subject to change, and not a psychometric instrument. The test includes 360-degree feedback from observers as well as the individual's own assessment of their behaviour, and contrasts how they see their behaviour versus how their colleagues do. Unlike the Myers-Briggs, which is conventionally used to sort people into one of 16 types by how clearly they express their preference for 4 dichotomous types of behaviour, the Belbin Inventory scores people on how strongly they express traits from 9 different Team Roles.

– An individual may and often does exhibit strong tendencies towards multiple Roles. Belbin himself asserts that the Team Roles are not equivalent to personality types. The Belbin Team Role Inventory assesses how an individual behaves in a team environment. It is therefore a behavioural tool, subject to change, and not a psychometric instrument. The test includes 360-degree feedback from observers as well as the individual's own assessment of their behaviour, and contrasts how they see their behaviour versus how their colleagues do. Unlike the Myers-Briggs, which is conventionally used to sort people into one of 16 types by how clearly they express their preference for 4 dichotomous types of behaviour, the Belbin Inventory scores people on how strongly they express traits from 9 different Team Roles. An individual may and often does exhibit strong tendencies towards multiple Roles. Belbin himself asserts that the Team Roles are not equivalent to personality types.

• The Roles– Plant

– Resource Investigator

– Coordinator

– Shaper

– Monitor Evaluator

– Teamworker

– Implementer

– Completer Finisher

– Specialist

India HR IIBelbin Team Roles

• Purpose– Help team members understand their style and the experience of the team members and

be able to appreciate diversity in the team. This also helps team look for styles that may not be present and become effective.


• Audience– Teams

– Individual Contributors

– Managers

– Executives

India HR IIMyers-Briggs Type Indicator (MBTI)® — Step I

• Overview– MBTI® provides a positive way of describing and understanding your personality. The framework

describes normal, everyday behavior by identifying a person's preference for: – Gaining and using energy – Gathering information – Making decisions – Relating to the outside world

• Purpose– Provides an individual understanding of her/his personality preferences – Identifies how to make workplace adjustments for other personality preferences – Helps strengthen team communication, decision-making, and the ability to manage conflict – Strengthens career coaching



India HR IIMyers-Briggs Type Indicator (MBTI)®— Step II

• Overview– The MBTI® Step II instrument is an exceptional tool that answers the question of how people of the

same type can be so different.

– The 18-page Step II Interpretive Report provides scores on the 20 facets of the four preference scales, helping clients more deeply explore and understand type nuances.

• Purpose– Clarifies best fit type

– Improves team dynamics

– Supplements leadership development

– Identifies specific areas for more effective coaching

• Time to Complete 20 minutes

• Audience– Teams

– Individual Contributors

– Managers

– Executives

India HR IIThomas Profiling

India HR IITeam Management Profile (TMP)• Overview

The TMP highlights an individual's major and related areas of work preference, including information focused on: – Work Preferences – Decision Making – Leadership Strengths – Interpersonal Skills – Team Building – Management Style

• Purpose– Provides a practical model for effective teamwork – Gives an overview of how balanced the team is – Provides for more open communication – Highlights the importance of understanding and managing diversity


• Audience

• Teams

India HR IIThomas-Kilmann Conflict Mode Instrument

Overview

TKI helps individuals understand their “natural” conflict resolution style(s). Conflict styles include: – Collaborating – Accommodating – Compromising – Avoiding – Competing

• Individuals tend to use one or two modes at a greater frequency than the others.

• Purpose– Provides an individual understanding of one's natural conflict resolution styles – Identifies when other styles should be honed for specific situations



India HR IIEmotional Competency Inventory (ECI)

Overview

ECI is a multi-rater tool designed to assess emotional intelligence. Emotional intelligence is the capacity for: – Recognizing our own feelings and those of others – Motivating ourselves – Managing emotions well in ourselves and in relationships

Based on feedback from a variety of rater groups (i.e., self, manager, direct reports, peers, others), the ECI indicates specific emotional competencies where development is needed to enhance the individual's emotional intelligence.

• Purpose– Identifies specific interpersonal skills for development – Provides individuals with precise feedback on their strengths and limits

• Time to Complete30 minutes

• Audience– Teams – Managers – High Potentials – Executives

Thank you

new manager assimilation

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